Professional Documents
Culture Documents
rr
Educational Facility Improvements at 45-50 schools
Physical Facility Improvements at 50-54 schools
Full Modernization/Replacement
$26M
$61M
$235M
rr
Educational Facility Improvements at 45-50 schools
Physical Facility Improvements at 66-70 schools
Full Modernization/Replacement
$26M
$103M
$193M
2 High Schools 1 K-S 1 K-s 4K-S 3 K-s
Grant $92M Roosevelt $8SM Faubion $32M Ainsworth $26M Arleta $29M Beach $26M Faubion $32M Grout $28M Abernethy $26M Ainsworth $26M James John $26M
$ Program Costs* $128M $ Program Costs* $128M
Total Bond Program $4soM ITotal Bond Program $4soM
* Program Costs include: $45M debt repayment, $20M program contingency, $3M bond issuance, $45M construction inflation, $10M swing space &
transportation and $5M transportation improvement
Rev. Date: 5/30/2012
Attachment C
RESOLUTION No. 3986
Criteria to Determine the Order of Rebuilding and Renovation
of PPS School Buildings to Create 21 st Century Schools
RECITALS
A. The physical assessment of Portland Public Schools ("PPS") school facilities completed
in 2008 by Magellan Inc., a national consulting firm experienced in evaluating the
condition of school facilities produced comprehensive data about the condition of each
school building, and provided the basis for embarking on a school renovation and
rebuilding program. PPS's buildings are older than most comparable school districts,
many are at or near the end of their useful life, most of the major systems in many
buildings require replacement, and to continue to patch and repair is not cost effective.
B. Most of PPS's schools were designed in a different era, and the configuration of most
schools is not ideally suited to teaching and learning in the 21
st
century.
C. In May 2008, the Board of Education committed in principle to the rebuilding and
renovation of PPS's school buildings. The Board anticipates that the work will be carried
out in phases to create 21 st century learning environments in all of PPS's school facilities.
D. A broad, comprehensive set of guiding principles has emerged from the Facilities
Assessment process, beyond a ranking of buildings that need the greatest attention to
bring them into good repair. These guiding principles serve as a vision for creating
facilities that serve the community, building partnerships in how schools are used,
designing learning spaces that inspire and challenge students, investing in sustainable
practices and learning, making technology improvements, assuring that learning spaces
are flexible and adaptable for different programs and learning styles over time, engaging
the community in creating new learning environments, and tying development of schools
to community development.
E. The Facilities Assessment identified deficiencies in all school facilities. The list of
deficiencies can be addressed by short-term actions and by a long-term program of
rebuilding and renovation. PPS will endeavor to address the greatest short-term needs
to ensure that all schools meet "warm, safe, and dry" standards, and to make near-term
expenditures to address certain program requirements, such as needed improvements in
technology, capacity for physical education, and modifications to support more effective
implementation of the K-8 program in many of PPS's school facilities.
F. The criteria in this resolution serve as a framework for determining the order in which a
long-term school rebuilding and renovation program should proceed to meet the objective
of creating 21
st
century learning environments. In order to go beyond a "worst first"
approach in prioritizing this work, a broader range of factors needs to be considered that
will impact where work is performed.
G. The following criteria are the key factors to be considered in developing the priorities for
PPS's long-range rebuilding program:
1. Balance by Grade Level - Work needs to be performed across all levels of
schools (high school, middle school, K-8, elementary)
2. City Development Plans/Projects - As the City of Portland implements policies to
encourage family-friendly development around school sites and "20 minute
walkable neighborhoods" PPS will work with the City to plan strategically for
future growth. This City/PPS cooperative planning is expected to provide
opportunities to retain existing families as well as attract new families to PPS,
and may be a factor in placing a school higher on the list (for example, if a major
family housing development or increased housing density is proposed for an
area).
3. Enrollment - Enrollment is the number of students assigned to a building.
Schools can be over enrolled, under enrolled or at a manageable capacity. In
order to "right size" the school, PPS can apply several tools: analyzing transfer
patterns and making adjustments, evaluating boundary changes to balance
enrollment between adjacent schools, and increasing the physical capacity of the
school. The choice of how to address the issue of enrollment may impact the
order in which facilities work proceeds.
4. Enrollment Enhancement Opportunity - A new or fully modernized school may
be used as an opportunity to attract students back to a neighborhood with a low
"capture rate".
5. Environmental Considerations - There may be specific environmental
considerations that affect the order in which work is undertaken among all of our
schools. For example, further testing might reveal water intrusion of an
unacceptable and irreparable level at a school.
6. Facility Condition Index - The facility condition index (FCI) is an industry
standard for comparing building condition. The FCls developed by Magellan
included the actual physical condition of buildings and, in addition, included the
costs needed to bring each school up to the educational specification levels set
by a broad-based team of PPS instructional leaders. FCI does not include the
costs needed to create 21
st
century schools, only the costs needed to provide
upgrades within the current facility structure.
7. Fulfilling a Commitment - Honoring the commitments about facility improvements
that the school district has made in the past may be considered in determining
the order of work.
8. Geographic Distribution - School renovation work should be distributed across
the city to assure that there is equity in school improvements.
9. Historic Structure Deterioration - A few PPS schools have been formally
designated as historic structures. An increase in the rate of deterioration might
need a quick response that moves a facility ahead in the schedule.
10. Large Impact - The renovation or addition of a facility that is anticipated to have
a large impact on another school, an entire community or a major part of the city,
in addition to meeting other criteria, may be a determining factor in placing a
school higher on the list.
11. Partnership Opportunities - Partnerships can be financial, technical, joint use
and/or joint development and can take quite a while to nurture. The opportunity
for a partnership that has been developed and funded may mean that a particular
facility needs renovation or construction ahead of schedule or that a delay is
warranted while the partnership is formalized. Equity of access to quality
partnerships will be a key consideration.
12. Program Requirements - A new school district program imperative might require
a major facility renovation in order to offer that academic program in a quality
way. These can be handled under either short-term work or long-term work,
depending on the amount of renovation required. For example, deciding to offer
pre-K in every school has implications on building size. Again, equity of access
to programs and support for programs will be a key consideration.
13. Safety and Security - Assuring that all schools within the Portland system are
"warm, safe and dry" is always a priority. But various safety and security
considerations might impact the school district's renovation order because of the
volume or nature of concerns at a particular site that could only be addressed
with major rebuilding or renovation.
14. Temporary Space - Most school rebuilding and renovation work will require
students to be temporarily relocated while work is being done on their school.
For those schools, PPS will need to balance the work being performed at any
one time across the city in order to have temporary space (with limited travel time
for students) available to support the work being performed.
15. Unite a Divided Campus - Several PPS schools have significant portions of their
school enrollment in buildings that are not close to each other.
H. It is expected that a work plan for school rebuilding and renovations will clearly identify
how the criteria have been applied, explaining the rationale and mix of considerations
that were utilized in prioritizing the work. Consistent with that approach, it is expected
that the application of criteria to formulate a plan for each phase of work will need to be
re-examined to assure that the ranking generated in one phase is still appropriate for
successive phases as needs and conditions change.
I. The Finance, Audit and Operations Committee reviewed these criteria on October 3,
2008, and unanimously recommends adoption of this resolution by the Board of
Education.
RESOLUTIONS
1. The Board of Education (Board) adopts the criteria defined in this resolution, and directs
the Superintendent to use these criteria to develop a long range plan to renovate and
rebuild PPS school facilities, and to develop a proposal for the first phase of work to be
undertaken.
2. In applying these criteria, the Board directs that the Facilities Condition Index is initially
the primary criterion to rank schools selected for rebuilding and renovation; other criteria
are modifiers to this criterion. The Board also directs that renovations to accommodate
Program Requirements and to address Enrollment are criteria to be heavily weighted in
developing the ranking, along with any major Safety and Security improvements needed
in specific school facilities.
3. The Board expects that each phase of the plan will be designed with the understanding
that the combination of equity, expressed as Geographic Distribution, and practicality,
expressed as Temporary Space, will have significant impact on the order of schools
selected for a particular phase of work.
4. The Board does not intend to adopt these criteria to provide an arithmetic scoring formula
for determining the order of school rebuilding and renovation. Rather, the criteria are to
be used in relation to one another, to weigh and balance competing considerations in
developing a cost-effective, equitable and workable rebuilding and renovation plan. The
Board expects that each phase of the work will involve the interplay of dynamic factors,
and that careful analysis and judgment will be utilized in balancing these criteria.
5. The Board directs that the rebuild and renovation list developed with these criteria will be
used to inform the short-term plan to address immediate facility needs. The Board further
directs the Superintendent to prepare options for short-term action for Board
consideration.
C. Mincberg
10/13/08
SUSTAINABLE FINANCING PLAN FOR 32 YEAR PROGRAM
PORTLAND PUBLIC SCHOOLS POSSIBLE GO BOND SERIES SCENARIO
VOTERS DECIDE AT EACH STEP
DRAFT ILLUSTRATION - INCOMPLETE
23 May 2012
Attachment D
STAGGERED BOND AUTHORIZATIONS OVER 32 YEARS
Tax rate per $1,000 AV
Tax rate per $1,000 AV
BOND 1
$450m
$0.70 I $1000
QN03
$300m
$0.70 I $1000
$0.30 I $1000
Program year 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32
Calendar year '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25 '26 '27 '28 '29 '30 '31 '32 '33 '34 '35 '36 '37 '38 '39 '40 '41 '42 '43 '44
Ballot
* * * * *
DRAFT DOCUMENT;
MAY CONTAIN INCOMPLETE OR UNCONFIRMED DATA.
Bond Development Committee
Scenario Planning Tool
May31.2012
PRIORITY CONSIDERATIONS
SORTED BY "SUM OF HIGHLIGHTED CELLS"
Attachment E
School
HIGH SCHOOLS
Grades
Original
Year Built
Bldg SF
Graduation
Rate
Site
Acreage
Free &
Reduced
Price Meals
>65%
2012 DRAFT
Seismic
Ratings
=Poor
Priority
Elevator
Needs
=YES
Priority
Roof
Replacment
=YES
FC)
> 0.60
11/12 Student
Enrollment
HS =1400
K51K8IMS =550
Capture
Rate
11/12
Student
Capacity
11/12
Student
Over-
Crowding
> 25
Partnership
Potential"
=X
Sum of
Highlighted
Cells
Roosevelt 9 - 12
Cleveland 9 - 12
Grant 9-12
Jefferson 9 - 12
Franklin 9 - 12
Lincoln 9 - 12
Benson 9 - 12
Madison 9 - 12
Wilson 9 -12
K5 I K8 I MIDDLE SCHOOLS
James John K - 5
1921
1928
1923
1909
1915
1951
1916
1955
1954
1929
228,535
257,757
274,489
321,354
218,574
200,046
391,790
287,937
265,990
63,725
46%
73%
86%
56%
74%
90%
80%
57%
76%
17.1
11.3
10.2
14.0
18.3
11.0
8.8
20.0
22.8
3.3
75%
28%
23%
76%
56%
15%
63%
68%
24%
86%
Poor
Poor
Poor
Poor
Poor
Fair
Poor
Fair
Fair
Poor
YES
YES
YES
YES
YES
YES
YES
0.71
0.63
0.66
0.62
0.58
0.45
0.52
0.61
0.54
0.84
748
548
889
1,387
402
52%
71%
82%
22%**
59%
86%
51%
87%
61% 591
x
x
x
x
x
5
4
4
4
3
3
2
2
6
Roosevelt
Cleveland
Grant
Jefferson
Franklin
Lincoln
Benson
Madison
Wilson
James John
Ainsworth
Arleta
Beach
Boise Eliot
Faubion
Grout
Laurelhurst
Ockley Green
Alameda
Buckman
Cesar Chavez
Creative Science I
Creston
Hosford
Lane
Lent
Sitton
Vernon
Winterhaven
Woodlawn
K-5
K-5
K-8
PK-8
PK-6
PK-8
K-5
K-8
K-8
K-5
K-5
K-8
K-8
K-8
6-8
6-8
K-5
PK-8
6-8
K-8
K-5
K-5
K-8
PK- 8
K-8
PK-8
1925
1912
1929
1928
1926
1950
1927
1923
1925
1921
1921
1928
1955
1948
1950
1925
1952
1925
1927
1949
1928
1949
1925
1931
1930
1926
47,526
57,724
72,308
71,299
69,097
51,881
73,085
60,518
74,876
64,748
77,600
78,097
50,246
79,510
76,143
86,407
78,751
101,138
94,866
79,282
52,159
56,719
57,599
3.9
3.8
4.2
5.2
4.0
7.8
2.3
2.9
5.2
3.7
4.9
6.8
7.8
8.6
7.3
6.7
9.2
4.9
9.1
10.8
3.3
7.0
3.1
3.7
4.9
5.1
14%
7%
66%
56%
79%
73%
70%
15%
77%
11%
40%
90%
39%
69%
88%
46%
80%
93'70
86%
88%
21%
85%
28%
71%
9%
81%
Poor
Poor
Poor
Poor
Poor
Good
Poor
Fair
Fair
Poor
Poor
Fair
Poor
Poor
Fair
Poor
Good
Fair
Poor
Good
Poor
Good
Fair
Fair
Fair
Poor
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
0.88
0.81
0.77
0.71
0.64
0.61
0.68
0.72
0.69
0.58
0.62
0.73
0.69
0.53
0.66
0.70
0.46
0.74
0.58
0.42
0.77
0.68
0.68
0.64
0.71
0.57
455
568
423
582
389
435
359
680
270
782
490
455
357
379
360
534
570
292
440
577
545
333
608
504
347
478
73%
94%
59%
59%
61%
60%
56%
79%
27%
85%
85%
59%
47%
49%
55%
77%
44%
71%
78%
77%
58%
76%
47%
41%
387
672
581
638
553
400
522
638
712
763
558
622
543
670
702
675
871
740
780
770
502
570
451
654
335
610
68
35
42
19
(167)
(186)
43
157
12
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
5
5
5
5
5
5
5
5
5
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
Ainsworth
Arleta
Beach
Boise Eliot
Faubion
Grout
Laurelhurst
Green
Alameda
Buckman
Cesar Chavez
Creative Science I Clar
Creston
Hosford
King
Lane
Lent
Sitton
Sunnyside
Vernon
Winterhaven
Woodlawn
1of3
DRAFT DOCUMENT;
MAY CONTAIN INCOMPLETE OR UNCONFIRMED DATA.
Bond Development Committee
Scenario Planning Tool
May31,2012
PRIORITY CONSIDERATIONS
SORTED BY "SUM OF HIGHLIGHTED CELLS"
616/2012
Free & 2012 DRAFT Priority Priority 11/12
11/12
Sum of
Original Graduation Site 11/12 Student Capture Student Partnership
School Grades Bldg SF Reduced Seismic Elevator Roof Fel Student Highlighted
Year Built Rate Acreage
Price Meals Ratings Needs Replacment
Enrollment Rate
Capacity
Over- Potential *
Cells
Crowding
Bridger
Chapman
Duniway
Fernwood - Beverly
Harrison Park
Jackson
Marysville
Rigler
Rose City
Sabin
Scott
Sellwood
Vestal
Chief Joseph
Glencoe
Hayhurst
Lee
Maplewood
MLC
Mt. Tabor
Peninsula
Rosa Parks
Roseway Heights
Stephenson
-East
Whitman
Woodmere
Astor
Beaumont
Bridlemile
da Vinci
Gray
Holladay Annex
Hollyrood - Beverly
Lewis
Richmond
K-8
K-5
K-5
2-8
K-8
6-8
K-8
K-5
Close
PK- 8
K-8
6-8
K-8
PK-5
K-5
K-8
K-8
K-8
K-5
K-12
6-8
K-8
K-5
K-8
K-5
6
K-5
K-5
K-8
6-8
K-5
6-8
6-8
Pioneer
K-1
K-5
PK-5
K-8
1951
1923
1926
1911
1949
1966
1921
1931
1912
1928
1949
1914
1929
1949
1923
1954
1932
1953
1948
1914
1952
1952
2006
1923
1965
1933
1954
1954
1949
1926
1958
1928
1952
o
1958
1952
1908
1939
45,043
63,460
68,054
89,846
110,796
212,534
52,817
67,727
59,899
67,221
69,594
87,295
75,245
44,804
61,042
50,356
68,424
62,395
40,063
69,458
79,465
61,902
68,188
103,169
39,712
25,501
57,845
53,399
54,442
94,300
56,246
88,457
74,931
29,979
15,581
47,686
80,753
36,522
5.8
4.9
5.6
4.3
5.4
36.4
5.2
8.8
3.7
3.6
5.7
4.8
4.7
3.0
5.8
7.4
3.5
9.1
4.3
3.8
7.4
6.7
2.7
8.5
8.8
6.2
7.3
5.5
4.0
5.7
7.3
5.9
13.2
2.1
0.9
5.5
3.8
5.8
66%
31%
15%
15%
85%
27%
88%
85%
0%
41%
89%
34%
79%
46%
29%
24%
41%
78%
27%
24%
37%
80%
95%
39%
12%
0%
88%
84%
56%
32%
16%
24%
26%
0%
0%
40%
14%
26%
Good
Fair
Poor
Poor
Good
Poor
Poor
Fair
Poor
Poor
Fair
Fair
Fair
Poor
Fair
Poor
Fair
Good
Good
Poor
Fair
Fair
Good
Fair
Good
Fair
Good
Good
Good
Poor
Fair
Fair
Good
Good
Fair
Fair
Fair
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
0.64
0.62
0.71
0.66
0.44
0.63
0.53
0.70
0.82
0.61
0.45
0.75
0.71
0.43
0.74
0.46
0.57
0.54
0.61
0.58
0.51
0.37
0.01
0.55
0.63
0.64
0.49
0.44
0.45
0.56
0.51
0.59
0.35
0.48
0.35
0.55
0.38
0.39
397
563
425
419
753
540
363
528
o
392
522
488
420
485
454
422
485
458
335
593
358
407
589
335
360
398
492
482
470
462
422
255
363
663
276
48%
84%
84%
68%
70%
87%
56%
69%
53%
63%
75%
53%
62%
62%
74%
68%
69%
78%
65%
53%
67%
68%
92%
71%
65%
69%
65%
88%
73%
72%
72%
396
616
521
603
609
652
659
479
498
565
579
577
623
444
781
674
575
875
496
630
614
580
685
597
762
502
220
465
755
331
(53)
(96)
(184)
(105)
o
(286)
o
o
35
x
x
x
x
x
x
x
x
x
3
3
3
3
3
3
3
3
3
3
3
3
3
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
Chapman
Duniway
Fernwood - Beverly CIE
Harrison Park
Jackson
Rigler
Rose City
Sabin
Scott
Sellwood
Vestal
Chief Joseph
Glencoe
Lee
MLC
Mt. Tabor
Peninsula
Rosa Parks
Roseway Heights
West Svlvan - East
Whitman
Woodmere
Astor
Beaumont
Bridlemile
da Vinci
Holladay Annex
Hollyrood - Beverly Cle
Lewis
Richmond
Skyline
2 of 3
DRAFT DOCUMENT;
MAYCONTAIN INCOMPLETE OR UNCONFIRMED DATA.
Bond Development Committee
Scenario Planning Tool
May 31,2012
PRIORITY CONSIDERATIONS
SORTED BY "SUM OF HIGHLIGHTED CELLS"
616/2012
Free & 2012 DRAFT Priority Priority 11/12
11/12
Sum of
Original Graduation Site 11/12 Student Capture Student Partnership
School Grades
Year Built
Bldg SF
Rate Acreage
Reduced Seismic Elevator Roof FCI
Enrollment Rate
Student
Over- Potentia'"
Highlighted
Price Meals Ratings Needs Replacment Capacity
Crowding
Cells
WesfSylvan 7-8 1954 108,832 13.6 13% Good
-
0.31 848 82% 1,322 (474) 1 West Sylvan
Atkinson K-5 1952 55,572 3.1 45% Good
-
0.47 450 70% 581 (131) 0 Atkinson
Capitol Hill K-5 1917 51,969 4.4 25% Fair
-
0.42 372 79% 479 (107) 0 Capitol Hill
Forest Park K-5 1998 52,260 6.6 4% Good
-
0.03 491 94% 498 (7) 0 Forest Park
Markham K-5 1951 80,117 9.2 55% Good
-
0.50 384 67% 722 (338) 0 Markham
Rieke K-5 1961 42,274 12.6 15% Good
-
0.34 419 84% 495 (76) 0 Rieke
Woodstock K-5 1910 66,716 5.0 32% Fair 0.48 491 61% 612 (121) 0 Woodstock
ADDITIONAL FACILITIES
Kellogg Close 1913 98,798 6.2 0% Poor YES 0.64 0 0 3 Kellogg
Columbia Admin 1937 40,035 9.7 0% Fair
-
YES 0.67 0 0 2 Columbia
Holladay Center Pioneer 1972 29,979 2.5 81% Fair
- -
0.68 0 2 Holladay Center
Humboldt PK-9 1959 43,869 3.6 81% Good 0.45 220 43% 465 (245) X 2 Humboldt
Tubman 6 -12 1954 87,509 3.1 0% Fair YES 0.41 206 721 (515) X 2 Tubman
SESC Admin 0 375,000 10.2 0% 0.28 0 0 X 1 SESC
Clarendon Close 1970 40,707 4.3 0% Good 0.53 0 0 X 1 Clarendon
CSC Close 0 112,256 0.0 0% 0.89 0 0 1 CSC
Green Thmb Transition 0 9,394 5.5 0%
-
0.80 0 0 1 Green Thmb
Kenton Lease 1913 52,880 4.0 0% Fair 0.45 0 0 X 1 Kenton
Marshall Admin 1960 252,483 52.05 24.2 0% Fair 0.64 0 0 1 Marshall
Smith Close 1958 38,149 10.5 0% Good YES 0.51 0 0 1 Smith
Terwilliger Close 1916 26,395 3.3 0% Fair YES 0.40 0 0 1 Terwilliger
Youngson Pioneer 1955 35,145 5.4 83% Fair
-
0.43 0 1 Youngson
Applegate PK 1954 23,167 1.4 0% Good
- -
0.38 0 0 0 Applegate
Collins View Close 0 0.0 0% 0.00 0 0 0 Collins View
Edwards Lease 1961 20,610 1.1 0% Good
-
0.44 0 0 0 Edwards
Foster Close 1963 11,935 3.6 0%
- -
0.55 0 0 0 Foster
Meek Alliance 1953 33,659 5.6 62% Fair
- -
0.37 0 0 0 Meek
Ramona PK 0 0.0 0% 0.00 0 0 Ramona
Rice Admin 1955 16,136 2.0 0% Good 0.53 0 0 0 Rice
Sacajawea PK 1952 19,631 3.6 0% Good 0.49 0 0 Sacajawea
Wilcox Admin 1959 20.786 2.8 0% Good 0.33 0 0 0 Wilcox
33 32 31 44 46 17 7 37
* Site lies within an existing Urban Renewal Area, New Market Tax Credit Eligibility Area, or other potential capital funding partner has been i d e n t i f i e ~
** Jefferson enrollment consists of both neighborhood enrollment and focus option elective students
3 of 3
Physical Facility Improvements,... S70M
PORTLAND PUBLIC SCHOOLS
$12,600,000 Seismic strengthening
Attachment F
r I -
i I ! l (( r I
19 - 23 Schools
$ 22,100,000 Targeted roof replacements
that include seismic
strengthening
$ 18,100,000 Targeted roof replacements
9 - 11 Schools
8 - 12 Schools
$ 17,200,000 Accessibility improvements
30 - 33 Schools
$ 70,000,000
Educational Facility Improvements "J $30M
PORTLAND PUBLIC SCHOOLS
Attachment G
i I
I . i \' I 1
$5,000,000 Grade 6-8 science lab classroom 40 - 45 Schools
improvements*
$ 20,000,000 High School technology
improvements
9 Schools
$ 5,000,000
$ 30,000,000
Elementary and Middle School 8 -21 Schools
technology improvements
* Additional sinks and electrical outlets to support current curriculum
PORTLAND PUBLIC SCHOOLS
------
v - The Assessment
Building Deficiencies - Cost by System
Site work
Hazard Abatement
Equipment & Furnishings
Communications & Security
Electrical
Fire Protection
HVAC
Plumbing
Elevators and lifts
Interiors
Roofing
Exterior Envelope
Structure (includes seismic)
o 100 200
Cost in millions
300 400
Attachment H
462
500